基于技能知识和能力的知识型员工的薪酬支付外文翻译可编辑.docx
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基于技能知识和能力的知识型员工的薪酬支付外文翻译可编辑.docx
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基于技能知识和能力的知识型员工的薪酬支付外文翻译可编辑
基于技能、知识和能力的知识型员工的薪酬支付外文翻译(可编辑)
基于技能、知识和能力的知识型员工的薪酬支付外文翻
译
外文翻译
原文
PayingfortheSkills,Knowledge,andCompetenciesofKnowledgeWorkers
MaterialSource:
ComPensation&BenefitsReview,VOL27,Issue4,Jul/Aug,1995Author:
GeraldE.LedfordJR
Increasingly,organizationsareadoptingpaysystemsthatrewardemployeesfortheirskillsandknowledge,ratherthanthejobtheyhold.Justduringtheperiod1987to1993,thepercentageofFortune1000firmsusingsomeformofpayforskillsincreasedform40percentto60percentLawler,Mohrman,andLedford,inpress.
Sofar,mostskill-basedpaysystemscovernon-exemptmanufacturingemployeesoremployeesinroutine,highvolumeservicework,suchasfinancialservicesandinsurance
operationsJenkins,Ledford,Gupta,&Doty,1992.Thesewerenaturalplacesforskill-basedpaytoarise.Insuchsettings,itisrelativelyeasytoidentifyanddocumenttheskillsemployeesneed.Asaresult,itisrelativelyeasytotrainforthoseskillsandtocertifythatemployees
haveacquiredthem.
Asuseofpayforskillssystemsbroadensanddeepens,manyorganizationshavebeguntoexplorewhetherskills-basedpaysystemsareapplicabletoprofessionalsandmanagers.Payingknowledgeworkersfortheirknowledge,skills,andcompetenciesisanaturalstepintheevolutionofskill-basedpaysystems.Indeed,itwouldbepeculiariforganizationspermanentlyrestrictedskill-basedpaysystemstoemployeepopulationswhoseskillrequirementsarefarmorelimitedthanthoseofengineers,accountants,andmanagers.
Payingfortheknowledgeandskillsofprofessionalsandmanagerspresentsformidablechallenges.Bycomparison,thedesigntaskinafactorypayplanisstraightforward.Compensableskillblocksusuallyarebuiltprimarilyaroundtheskillsneededtoproducetangibleproductsordeliverspecificservices.Ananalystcanidentifymostproductionskillssimplybyobservingtheminuse.However,muchofthelaborofknowledgeworkersisnotdirectlyobservable.Itgoesonwithintheheadsofemployees.Theworkoftheseemployeesis
varied,abstract,non-routine,fullofuncertainty,andsometimescreativeMohrman.Cohen,&Mohrman,inpress.Knowledgeworkersmayengageinactivitiessuchresearchorproductdevelopmentthathaveacycletimeofyearsandfewmeaningfulmetricsformeasuringeffectivenessintheinterim.Definingcompensablesetsofskillandknowledgeforworkofthis
typeisnoeasytask.Howcanknowledgeandskillofthistypebedefinedandcombinedintocompensableblocks?
Howcanorganizationstraintheseskills,andcertifythatanemployeehasobtainedthem?
Thisarticleexaminestheemergenceofnewformsofskill-basedpay.Thenewformsofskill-basedpayareimportantbecausetheyrepresentformsthatapplytonewpopulations,namelyprofessionals,managers,andotherkonwledgeworkers.Applyingskill-basedpayconceptsknowledgeworkerswillforceustorethinkourassumptionsandtechniques.
Thisarticlebeginsbydefiningkeyterminology.Wethenexaminewhythereissomuchinterestinthenewformsofskill-basedpay.Weconsiderdifferentdesignoptionsindevelopingthesesystemsinsomedetail.Finally,weconsiderwhatwewillneedtolearnaboutthesesystemsinthefuture.
Skill-BasedPay,Knowledge-BasedPay,andCompetency-Based
Pay:
Definitions
Tosomeextent,competency-basedpayisskill-basedpay,relabelledwithanewterm.Thenewtermservesseveralpurposes.First,itmaymoreappealingtothemanagersandprofessionalswhomaybecoveredbytheplanthanthetermskill-basedpay.Knowledgeworkersmayidentify“skills”asmorebasicthancompetencies,andskill-basedpayplansasapplicabletonon-exemptemployeesratherthanthemselves.Second,competency-basedpayisashort-handwayofreferringtodiscussingskill-basedpayplansthat
applytoknowledgeworkers.Iusethetermcompetency-basedpayinthatsenseinthisarticle.
Compensationconsultingfirmalsousethetermforproductdifferentiationpurpose.Thisallowconsultantstosellanewproducteveniftheyarenotexperiencedwithskill-basedpayplans,orprefernottorecognizethefoundationforunderstandingprovidedbypriorresearchonskill-basedpay.Weshouldrecognizethislabelinggameforwhatitis.Throughcasestudiesandlarge-scalesurveys,wehavelearnedagooddealabouthowtodesignskill-basedpayplans,thetypicaleffectsofskill-basedpayplans,successandfailurefactors,andcontextualconditionsthatfacilitateuseofskill-basedpay.See,for
example,Jenkinsetal„1992;Lawler,Ledford,&Chang,1993;Ledford,1991.
Payingknowledgeworkersforcompetenciesraisesuniquedesignproblems,butknowledgeaboutskill-basedpayisanimportantpointofdeparturefordesigningcompetency-basedpayplans.
Thereisnoagreementintheliteratureonexactlywhatconstituesskill,knowledge,orcompetency.Boyatzis1982,thenPresidentofMcBerandCompany,proposedanapproachinoneofthefewempiricalstudiesofcompetencies.Hedefinedacompetencyasanunderlyingcharacteristicofapersonleadingtoeffectivejobperformance,andincludedmotives,traits,skill,aspectsofone’sself-imageorsocialrole,and
bodiesofknowledgeascompetencies.This“everythingbutthekitchen
sink”definitionisnotverysatisfyingbecauseitishardtosaywhat
isandisnotacompetenvy.OtherssuchasO’Neal,1993/4distinguishamongmanydifferenttypesofcompetencies.
Wemaydefinecompetenciesas“demonstrablecharacteristicsoftheperson,includingknowledge,skill,andbehaviors,thatenableperformance.”Competenciesarecharacteristicsoftheperson,meaningthattheyareindependentoftheperson’sjoborposition,andthusaretransportedbytheemployeefrompositiontoposition.Compentenciesmustbedemonstrableiftheyaretobethebasicofpay.Ifwecannotverifyinsomewaythatthepersonhasacompetency,weshouldnotbepayingforit.Competenciesmayincludeknowledge,skills,orbehaviors;weneednotmakesharpdistinctionsamongthesetermshere.Finally,competenciesindicatethepotentialforperformance,butarenotnecessarilyanindicatorofperformanceperse.Forthisreason,theorganizationneedsaseparateperformance-basedpaysystemalongwithacompetency-basedpaysystemtomotivateperformance.
WhytheInterestinCompetency-BasedPay?
Competency-basedpaysystemsforknowledgeworkersarethefocusofatremendousamountofinterestinthecompensationcommunity.Whyhavecompetenciesbecomethecenterofsomuchattention?
Threefactorsappeartostandout.
Thedeclineofthejob.Throughoutthelast50years,compensation
systemsaswellasotherhumanresourcesystemshavebeenbuiltaroundthejob.Thejobhasthelowestleveloforganizationalstructure,andthepointatwhichdivisionoflaborstops.Jobanalysishasbeenthebasisofbasepaypricing,traininganddevelopment,careerladders,andmanyotherpractices.However,firmincreasinglyareviewingthejobasananachronism,adatedconceptthatfitonlyabouttwocenuriesofhumanhistory.Contemporaryconditionssuchascontinuousorganizationalchange,steadydownsizingandassociatedreengineeringofwork,andteam-baseddesignsarerenderingthediscretejobobsolete.Employeeswillhaveworktodo,butmanywillnothaveonediscrete,well-definedjobforverylongBridges,1994.
Evenwherejobscontinuetobearelevantconcept.Thedownsizedhumanresourcefunctionmaybeunabletomanageatthelevelofthejob.Increasingly.Companiesaredecidingthatthejobcannolongerbetheatomofhumanresourcepractice.Thishasdirectandunsettlingimplicationsforcompensationdesign.IfwearenottobuildHRpracticearoundthejob,whatwillbethebasisofHRpractices?
Ifwearenottopayforthejob,forwhatwillwepay?
Themostcommonanswerhasbeentofocusonpayingthepersonratherthanpayingforthejob.Inparticular,thefocushasbeenonpayingforemployees’skills,knowledgeandcompetencies.Nootherapproachhasreceivedanywhereneartheattentionofthisoption.Managershaveshown
increasedinterestinallformsofskill-basedpayastheirsearchforalternativestojob-basedpayhasintensified.
2.Competency-basedpayisanevolutionofskill-basedpayandpay-for-knowledgesyetems.Thegrowthintheuseofpayforknowledgeandskillplanshasbeentremendous,asIhaveindicated.Theoverwhelmingmajorityoforganizationsusingskill-basedpayreportittobesuccessfulJenkinsetal„,1992;Lawleretal„inpress.For
example,three-quartersormoreoftherespondentsinastudyof97skill-basedpayplansreportedthattheplanincreased
productivity,increasedworkerflexibilityandadaptabilityofemployeestochangingproductionneeds,enhancedmotivation,increasedworkteameffectiveness,enhancedrecruitmentandretention.AndreducedlaborcostsdespitehigheraveragewagesJenkinsetal..1992.
Itisnaturalforcompaniesthathaveapositiveexperiencewithskill-basedpayfornon-exemptemployeestobeginexploringhowtheconceptmightbeadaptedforexemptworkers.Inmyexperience,everyfirmthathasattemptedtodesignskill-basedpayforknowledgeworkershashadoneormorefavorableexperiencesatthefactorylevelorequivalent.
3.Interestincomperency-basedpayfollowsfromthefocusoncorecompetenciesinthefieldofbusinessstrategy.Anotherreasonthattheterm“competencies”hasreceivedsomuchfavorableattentionisthatitappearstolinkcompensationtobusinessstrategy.Thisisbecausethe
mostprominentapproachinthestrategyarenainrecentyearshasbeenthe“corecompetencies”approach.PrahaladandHamel1990describedthisapproachinanaward-winningarticleintheHarvardBusinessReview.Theiranalysishelpscorporationsidentifythesmallnumberoftechnicalskill
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